Jay Cross interview with Jane Hart
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This document discusses moving from traditional corporate learning and development to social learning. It notes that traditional L&D is broken as most work will be done by contractors, freelancers, and partners rather than employees. To fix corporate learning, the document advocates shifting to learning ecosystems centered around a collaborative workscape. This allows continuous, informal learning through conversations and knowledge sharing to better support a changing business structure.
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Jay Cross interview with Jane Hart
- 1. From Social Business to Social Learning JAY CROSS jaycross.com
- 2. interview with Jane Hart May 23, 2012 See this on YouTube http://www.youtube.com/watch?v=2zxnl8HRRD4
- 3. 2012
- 23. Don’t call it learning eLearning Informal Working Learning Smarter 2002 2006 2011
- 26. Average performance Happy employees Positive Intelligence Productivity Sales Creativity by Shawn Achor +31% +37% +200%
- 27. Happiest Having sex Conversation Music Walking Eating Meditating Cooking Shopping Taking care of the children Reading Commuting Work Least Happy
- 28. Happiest Having sex Conversation/Work Music Walking Eating Meditating Cooking Shopping Taking care of the children Reading Commuting Least Happy
- 32. jaycross.com
- 33. Unmanagement Stoos, Switzerland January 2012
- 36. Take stock, take charge Delight customers Collaborate, team-work De-stress, smile Inspire performance Unmanagement Take the pulse Sprint Decide wisely Coach Nurture serendipity Net-work Conduct, don’t control
- 37. The Principles of Radical Management Delight customers Communications: conversations Managers enable self-organizing teams From value to values Dynamic linking
- 39. 20th Century 21st Century Corporation Customers Corporation Customers
- 40. What else have you observed in your travels? Jay’s network on LinkedIn
- 42. Business/learning integration Our people are growing fast enough to keep up with the needs of the business Yes 23% No 77%
- 44. Largest U.S. Employers Manufacturing Service 1960 2010 GM Walmart AT&T Kelly Services Ford IBM GE UPS U.S. Steel McDonald’s Sears Yum! A&P Target Esso Kroger Bethlehem Steel HP IT&T Home Depot Westinghouse Sears General Dynamics PepsiCo Chrysler Bank of America Sperry Rand GE International Harvester CVS
- 48. Why do you say traditional corporate learning is broken?
- 55. Most work will not be performed by employees Alumni Contractor Outsource Consultant Core Temps (employees) Contingent Team Freelance Team Customers Partner
- 57. Future Business Structure Alumni Contractor Outsource Consultant Core Temps (employees) Contingent Team Freelance Team “Jobs” only exist here Partner
- 58. How can we fix corporate learning?
- 63. Traditional L&D in Social Business L&D Workscape Workshops & eLearning Workshops & eLearning
- 64. Courses are dead. Learning ecosystems are the future.
- 65. What push learners need to do and believe Skills Beliefs ■ learning how to learn ■ optimism ■ critical thinking & conceptualization ■ confidence ■ pattern recognition ■ curiosity ■ design thinking ■ resilience ■ working with one another, co-creation ■ purpose ■ navigating complex environments ■ autonomy ■ software literacy
- 66. Working Smarter: Individual & Behavior Change Culture Motivation Performance Support Learning
- 69. Global health services company 30,000 employees 66,000,000 customers objective: culture of collaboration & participation replace formal learning with informal & social
- 70. CREDO • We are open and transparent. • We narrate our work. Need to share. • Continuous learning, not events. • We value conversation as a learning vehicle. • We are a vanguard of change within the Company. • We drink our own champagne (or mimosas). • Business success is our bottom line. • Learning is work; work is learning. • We are not a training organization. • We value time for self-development and reflection. • We recognize that reflection is a key to learning. • We establish business metrics for every engagement and report back publicly on outcomes.
- 71. Workscape Functions Know-who (profiles) Know-how (knowledge store) Know-now (feeds & streams) Know-not (unlearning) Know when (project management) Know-why (aspirations, motivation) Know what-if? (sims, probes) Know where (indexes, rankings)
- 72. Collaborative Workscape !
- 74. jaycross.com
Notas do Editor
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- When the mind goes wandering, NYT, November 16, 2010\nMatthew Killingsworth & Daniel Gilbert\n
- When the mind goes wandering, NYT, November 16, 2010\nMatthew Killingsworth & Daniel Gilbert\n
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- NB: *can’t* come from ‘training’. How cope? Informal! Develop their ability to learn, and learn together!\n
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- Redefining the concept of the employee in the era of co-creation. Open relationships and social business requires us to redefine as well the notion of employee.  The concept of employee is a social construct rising to majority status only in the last century. Prior to that, most people were independent worker, owners of their own farms or small businesses, and not dependent on a corporation. Today contingent workers are rapidly approaching the majority of all workers and most of us will be a part-time employee, consultant, contractor, or occasional employee at some stage in our life. If we maintain the notion of a regular employee, who should they be?  What would motivate them to be one?  How do we pay for co-creation or co-ideation when it is more and more unacceptable for a corporation to own our inputs. Why shouldn’t we be our own masters? (Kevin Wheeler)\n
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- Redefining the concept of the employee in the era of co-creation. Open relationships and social business requires us to redefine as well the notion of employee.  The concept of employee is a social construct rising to majority status only in the last century. Prior to that, most people were independent worker, owners of their own farms or small businesses, and not dependent on a corporation. Today contingent workers are rapidly approaching the majority of all workers and most of us will be a part-time employee, consultant, contractor, or occasional employee at some stage in our life. If we maintain the notion of a regular employee, who should they be?  What would motivate them to be one?  How do we pay for co-creation or co-ideation when it is more and more unacceptable for a corporation to own our inputs. Why shouldn’t we be our own masters? (Kevin Wheeler)\n
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- Later migrated to Jive & Sharepoint behind the firewall\n
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